(Luận văn) the impact of transformational leadership on employee engagement in banking sector at ho chi minh city of vietnam , luận văn thạc sĩ

MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HOCHIMINH CITY t to ng hi ep w n lo ad y th ju DUONG THI THANH TAM yi pl ua al n THE IMPACT OF TRANSFORMATIONAL LEADERSHIP ON va n EMPLOYEE ENGAGEMENT IN BANKING SECTOR AT fu ll HO CHI MINH CITY OF VIETNAM oi m at nh z z ht vb k jm gm om l.c MASTER OF BUSINESS ADMINISTRATION THESIS n a Lu n va y te re HoChiMinh City – 2012 MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HO CHI MINH CITY t to ng hi ep w n lo ad DUONG THI THANH TAM ju y th yi pl THE IMPACT OF TRANSFORMATIONAL LEADERSHIP ON al n ua EMPLOYEE ENGAGEMENT IN BANKING SECTOR AT n va HO CHI MINH CITY OF VIETNAM ll fu oi m nh Business Administration 60.34.05 at z Major: Major Code: z ht vb k jm om Supervisor: DR TRAN HA MINH QUAN l.c gm MASTER OF BUSINESS ADMINISTRATION THESIS n a Lu n va y te re HoChiMinh City – 2012 ACKNOWLEDGEMENT t to ng I would like to express my heartfelt gratitude and deepest appreciation to my hi research Supervisor, Dr Tran Ha Minh Quan for his intensive support, valuable ep suggestions, guidance and encouragement during the course of my study w n I would like to thank many of my colleagues at HSBC and friends from other lo banks located in Ho Chi Minh City who helped me during the collection of the ad y th data ju I would like to express my sincere gratitude to all of my teachers at Faculty of yi pl Business Administration and Postgraduate Faculty, University of Economics Ho ua al Chi Minh City for their teaching and guidance during my MBA course n I would like to specially express my thanks to all of my classmates, my friends va n from for their support and encouragement fu ll I would also like to avail this opportunity to express my appreciation to m oi Professor Nguyen Dong Phong, UEH Board of Directors for creating MBA at nh program in English z Finally, I heartily dedicate this study to my beloved parents and my husband, z ht vb Hien who have encouraged and supported me during my study and complete this k jm thesis om l.c gm n a Lu n va y te re i ABSTRACT t to ng Employee engagement is important to any organization which wants to grow hi stably and increase profitability Leadership is one of important factor that can ep impact on the level engagement of the followers Transformational leadership, w especially, is the most effective leadership behavior in each organization in this n lo flat world Exploring the relationship between transformational leadership and ad y th employee engagement is really important for each organization This will help the ju leaders or the managers in the organization increase the level of engagement of yi pl their subordinates by applying appropriate leadership behavior especially ua al transformational leadership n The purpose of this study was to explore the impact of four components of va n transformational leadership on the level of employee engagement in banking fu ll sector at Ho Chi Minh City of Vietnam Then it tries to find out which level each m oi component of transformational leadership have influence on the level of employee nh engagement in banking sector in the context of Ho Chi Minh City of Vietnam at z This study used Bass and Avolio’s (2004) Multifactor Leadership z ht vb Questionnaire (3rd edition, Form5X) to measure the transformational leadership jm and the Utrecht Work Engagement Scale (UWES; Schaufeli et al., 2002 to k measure the level of employee engagement The survey was undertaken with a gm sample of 205 respondents who are working in banks at Ho Chi Minh City of om l.c Vietnam The results reveal that all dimensions of transformational leadership except a Lu Inspirational Motivation have the positive influence on the level of employee n n va engagement in banking sector of Ho Chi Minh City of Vietnam The component - ii y strongest influence of the level of employee engagement te re Individualized Consideration of transformational leadership behavior have the Based on the findings, it is recommended that the managers or leaders in t to banking sector of Ho Chi Minh City of Vietnam should apply the transformational ng leadership in practice to improve the level of engagement of their employees hi ep Keywords: transformational leadership, employee engagement, banking, individualized consideration, intellectual stimulation, inspirational motivation, w n idealized influence lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re iii CONTENTS t to Acknowledgement i ng Abstract ii hi ep Contents iv List of Tables vi w n List of Figures .vii lo ad CHAPTER1: INTRODUCTION .1 y th 1.1 Research background ju yi 1.2 Research objective pl al 1.3 Research scope and design n ua 1.4 Research structure .4 n va CHAPTER 2: LITERATURE REVIEW ll fu 2.1 Employee engagement oi m 2.2 Important of employee engagement 10 nh 2.3 Leadership theories 12 at 2.4 Transformational leadership 15 z z 2.5 Relationship between employee engagement and transformational vb ht leadership 19 jm 2.6 Research model .28 k gm 2.7 Research variables 28 l.c 2.8 Research hypotheses .29 om CHAPTER 3: RESEARCH METHODOLOGY .31 a Lu 3.1 Research process .31 n 3.2 Measurement 33 va n 3.2.1 Transformational leadership measurement 33 3.4 Data analysis method 36 CHAPTER 4: DATA ANALYSIS AND RESULTS 37 iv y 3.3 Sample and data collection 35 te re 3.2.2 Employee engagement measurement 34 4.1 Data analysis 37 t to 4.1.1 Demographic analysis 37 ng 4.1.2 T-test analysis .39 hi ep 4.1.3 Anova analysis .40 4.1.4 Statistical analysis 41 w n 4.2 Research results and conclusion .57 lo ad CHAPTER 5: IMPLICATION AND LIMITATION 61 y th 5.1 Implications .61 ju yi 5.3 Limitations and future directions 63 pl References .66 n ua al Appendix n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re v LIST OF TABLES t to Table 4.1: The demographic analysis 39 ng Table 4.5: Descriptive statistics 41 hi ep Table 4.6: Descriptive statistics 42 Table 4.7: Cronbach’s α analysis for transformational leadership 44 w n Table 4.9: Cronbach’s α analysis for employee engagement 45 lo ad Table 4.10: Cronbach’s α analysis for employee engagement after amending ……… 46 y th Table 4.12: Factor analysis - Total variance explained for transformational ju yi leadership factors 48 pl al Table 4.13 Factor analysis - rotated component matrix for transformational n ua leadership factors 49 n va Table 4.14: Factor analysis for employee engagement .50 ll fu Table 4.15: Correlations analysis 52 oi m Table 4.16: Model summary 53 nh Table 4.17: Anova summary 54 at Table 4.18: Coefficients 56 z z Table 4.19: Research hypotheses 57 ht vb k jm om l.c gm n a Lu n va y te re vi LIST OF FIGURES t to ng hi Figure 2.1: Research model 28 ep Figure 3.1: Research process .32 w Figure 4.1: Age range of respondents 37 n lo Figure 4.2: Length of service of respondents with the bank 38 ad Figure 4.3: Results of regression analysis of transformational leadership on y th ju employee engagement 59 yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re vii CHAPTER t to INTRODUCTION ng hi ep The introductory chapter discusses the research background and research w objective Furthermore, the research scope and design and research structure n lo are also outlined ad 1.1 Research background y th ju Today’s business environment requires that companies maintain yi maximum flexibility in order to adapt to the changing demands of the pl ua al marketplace In recent years, multinational companies from around the world have eagerly embraced globalization and try to develop and implement a n n va worldwide competition An aggressive campaign to boost profitability, ll fu increase market share, and improve customer satisfaction has been launch by oi m a group of leaders Besides, organizations have to face now with the nh challenges of human resource development and management, in order to at retain their best employees z z Employee turnover is a problem faced by all organizations High vb ht turnover rates have been associated with decreased customer satisfaction jm (Koys, 2001), productivity (Huselid, 1995), future revenue growth (Baron, k & Burton, 2001), and profitability (Glebbeek & Bax, gm Hannan, l.c 2004).Therefore, now all organizations are highly concerned to keep their om valuable employees not only to reduce the turnover cost but to ensure the a Lu stability and developing constantly In order to be successful, each n organization needs to minimize turnover as well as maximize the effort each committed to high quality performance standard An important way of doing y others, take responsibility for their own professional development, and to be te re employees to be proactive and show initiative, collaborate smoothly with n va individual devotes to his or her organization Organizations expect their the total volume of employees working for a bank is very large The future t to research can be replicated in a specific bank that covers as much as possible ng causing factors of employee engagement and the message come to employees hi ep easier so that they may duly understand the questionnaires which support them to give the best accuracy response Then a proper action plan can be w n establish by management at the company to improve their employee lo ad engagement level y th The respondents from this research come from the banking sector ju yi Respondents from other industries may have different level of engagement pl affected by their superior leadership behaviors Thus, future researches may al n ua explore the relationship between leadership styles and the level engagement ll fu Vietnamese context n va of employees working in other industries to have the whole picture of oi m The age range of this study’s respondent is very young, 65% of respondents are from 20-29 years old with maximum five or six year length nh at of services with the bank This group of respondents is considered as high z z mobility and not in much level of engagement It caused by the sampling vb ht method that the questionnaire was sent to friends and colleagues of the author k jm who is also in this age range Future research may have a proper sampling gm method to achieve a well-proportioned ratio of different range age l.c Lastly, the limitation of this study is the instruments were used is om Multifactor Leadership Questionnaire of Bass and Avolio (2004) to measure a Lu the transformational leadership and Utrecht Work Engagement Scale (UWES; n Schaufeli et al., 2002) to measure the level of employee engagement The y te re leadership style and employee engagement to have a broaden picture of this n va future research can use other instruments of other researchers to measure the relationship 67 In summarize, Today’s business environment requires that companies t to maintain maximum flexibility in order to adapt to the changing demands of ng the marketplace It is not only technology or products, but human capital that hi ep makes the difference between business success and failure, organizations must hold themselves accountable for the leadership behaviors that they w n promote Organizations must train and develop visionary leaders who have lo ad ability to lead an organization effectively into the future, while also caring for y th stimulating, and engaging their most important asset: their employees ju yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re 68 t to References ng hi Bushra, F., Usman, A & Naveed, A (2011), Effect of Transformational ep Leadership on Employees Job Satisfaction and Organizational w Commitment in Banking Sector of Lahore (Pakistan), International n lo Journal of Business and Social Science, Vol.2, No.18, October 2011, ad 261-267 y th ju Hockey, J & Ley,I (2009), Leading for Engagement: How Senior Leaders yi pl Engage Their People, National School Of Government, Sunningdale n ua al Institute va Kahn, W A (1990), Psychological Conditions of Personal Engagement and n Disengagement at Work, Academy of Management Journal, Dec 1990, ll fu oi m Vol.33, No.4, 962-724 at nh Kular, S et al (2008), Employee Engagement: A Literature Review, Working paper series No.19, Kingston Business School, Kingston University, z z UK ht vb jm Limsila, K & Ogunlana, S.O (2007), Performance and Leadership Outcome k Correlates of Leadership Styles and Subordinate Commitment, Emerald gm l.c Journal, Engineering, Construction and Architectural Management, Vol.15, No.2, 2008, 164-184 om a Lu May, D.R., Gilson, R.L & Harter, L.M (2004), The Psychological n Conditions of Meaningfulness, Safety and Availability and The y te re and Organizational Psychology (2004), 77, 11–37 n va Engagement of The Human Spirit at Work, Journal of Occupational 69 Mert, I.S, Keskin,N & Bas,T (2010), Leadership Style and Organizational t to Commitment: Test of A Theory in Turkish Banking Sector, Journal Of ng Academic Research In Economics, Volume 2, Number 1, May 2010 hi ep Metzler, J.M (2006), The Relationships between Leadership Styles and w Employee Engagement, Master s Theses and Graduate Research, San n lo Joe State University, San Jose, CA 95192-0025 ad y th Raja, M.W (2012), Does Transformational Leadership Leads to Higher ju Employee Work Engagement A Study of Pakistani Service Sector yi pl Firms, PhD scholar COMSATS institute of information technology, al ua International Journal of Academic Research in Business and Social n Sciences, January 2012, Vol.1, No.1, 160-166 n va ll fu Riaz,T., Akram,M.U & Ijaz,H (2011), Impact of Transformational oi m Leadership Style on Affective Employees’ Commitment: An Empirical Study of Banking Sector in Islamabad (Pakistan), The Journal of at nh Commerce, Vol 3, No.1, 43-51 z z Rothmann, S (2010), Factors Associated With Employee Engagement in vb ht South Africa, SA Journal of Industrial Psychology, Vol.36, No.2, jm k Articles #925,12 pages gm l.c Schaufeli, W.B., Taris, T.W & Rhenen, W.V (2008), Workaholism, Burnout, and Work Engagement: Three of a Kind or Three Different Kinds of om Employee Well-being?, Applied Psychology: An International Review, a Lu 2008, 57 (2), 173–203 n 3, 71-92 70 y Confirmatory Factor Analytic Approach, Journal of Happiness studies, te re The Measurement of Engagement and Burnout: A Two Sample n va Schaufeli, W.B., Salanova, M., Gonzalez-Roma, V., & Bakker, A.B (2002), Stephen P Robbins and Timothy A Judge (1998), Organizational Behavior, t to 12th edition, Chapter 12: Basic approaches to Leadership: 402 -420 ng hi Steven Covey (2007), The Transformational Leadership Report, ep www.transformationalleadership.net w Tims, M., Bakker, A.B & Xanthopoulou, D (2011), Do Transformational n lo ad Leaders Enhance Their Followers’ Daily Work Engagement? The ju y th Leadership Quarterly 22 (2011), 121-131 yi Tho, N.D (2011), Research Methods in Business: Research and Design, pl Labor and Society Publisher, Hanoi, 2011 ua al Trong, H & Ngoc, C.N.M., (2005), Data analysis with SPSS, Statistic n n va Publisher, 2005 fu ll Vazirani, N (2007), Employee Engagement, Working paper 05/07, SIES m oi College of Management Studies, Nerul nh at Wefald, A.J (2008), An Examination of Job Engagement, Transformational z Leadership, and Related Psychological Constructs, PhD sholar, Kansas z ht vb State University, Manhattan, Kansas jm Yang, Mu-Li (2012), Transformational Leadership and Taiwanese Public Job Satisfaction and Organizational gm Practitioners’ k Relations om l.c Commitment, Social Behavior and Personality, 2012, 40(1), 31-46 n a Lu n va y te re 71 to t n g p hi e d o w n Appendix lo ad Table 4.2 T-Test analysis t h y j Independent Samples Test uy i Levene's Test for p t-test for Equality of Means l a l Equality of Variances an u 95% Confidence Interval of the Sig (2- Std Error Difference Difference Difference F 2.817 095 -.07805 34535 201.600 213 13365 10702 -.07737 34467 203 177 15381 11346 -.06991 37753 1.352 197.985 178 15381 11377 -.07055 37817 -.007 203 994 -.00071 09896 -.19584 19441 -.007 202.839 994 -.00071 09891 -.19574 19432 318 203 751 03595 11306 -.18697 25888 318 202.216 751 03595 11310 -.18705 25895 129 203 897 01321 10207 -.18803 21446 129 198.131 897 01321 10234 -.18859 21502 737 203 462 07800 10581 -.13063 28663 737 202.569 462 07800 10580 -.13061 28661 1.356 h Equal variances assumed 038 846 a t z Equal variances not assumed M_IM 10737 m 176 Upper 13365 oi n 1.842 Lower 215 1.249 Equal variances assumed tailed) 203 1.245 Equal variances not assumed M_IIB df f Equal variances assumed t ul l M_IIA Sig an v Mean z v Equal variances assumed 102 jm M_IS gm Equal variances assumed 632 l Equal variances assumed c o m M_EE an Lu Equal variances not assumed 428 Equal variances not assumed 750 k Equal variances not assumed M_IC b h t Equal variances not assumed 003 956 an v r y et e t to ng Table 4.3: Anova test for Age hi ep ANOVA w n Sum of Squares lo Between Groups 577 Within Groups 119.042 201 592 Total 120.773 204 3.457 1.152 131.610 201 655 135.068 204 629 210 201 503 ju y th yi M_IIB Between Groups pl Total n n va Within Groups 101.202 Total 101.831 oi m 3.290 F Sig .974 406 1.760 156 416 741 1.700 168 140 936 747 525 204 ll Between Groups fu M_IS Between Groups ua al Within Groups M_IM Mean Square 1.731 ad M_IIA df 1.097 Within Groups 129.685 nh Total 132.976 204 226 Within Groups 108.098 201 Total 108.324 204 1.288 429 Within Groups 115.432 201 574 Total 116.719 204 201 645 at z 538 ht k jm Between Groups 075 vb M_EE Between Groups z M_IC om l.c gm n a Lu n va y te re Table 4.3: Anova test for the time employee working for the bank t to ng ANOVA hi ep Sum of Squares M_IIA Between Groups df Mean Square w 511 Within Groups 119.241 201 593 Total 120.773 204 2.487 829 132.580 201 660 135.068 204 162 054 101.670 201 506 101.831 204 Sig .861 462 1.257 290 106 956 1.709 166 906 439 650 584 n 1.532 F lo ad M_IIB Between Groups y th Within Groups yi pl M_IM ju Total Between Groups 3.307 1.102 645 n Between Groups va M_IS n Total ua al Within Groups 129.669 fu 201 Total 132.976 204 ll Within Groups 482 201 532 nh 1.446 oi Between Groups m M_IC 106.879 Total 108.324 204 1.121 Within Groups 115.598 201 Total 116.719 204 at Within Groups z z Between Groups 374 ht vb M_EE k jm 575 om l.c gm n a Lu n va y te re Table 4.8 Cronbach’s α analysis for Idealized Influence (Attributes) t to Reliability Statistics ng Cronbach's Alpha N of Items hi ep 762 Item-Total Statistics w Scale Mean if Item Deleted n lo IIA2 Corrected Item-Total Correlation Cronbach's Alpha if Item Deleted 6.5756 2.461 625 646 6.9122 2.718 581 696 6.5415 2.769 578 699 ju y th IIA3 ad IIA1 Scale Variance if Item Deleted yi pl Table 4.11 Factor analysis – Total variance explained for transformational leadership factors n ua al n va Communalities Extraction 1.000 801 ll m IIA2 fu IIA1 Initial 642 IIA3 1.000 694 IIB1 1.000 844 IIB2 1.000 IIB3 1.000 IIB4 1.000 IM1 1.000 764 IM2 1.000 624 IM3 1.000 855 IM4 1.000 638 IS1 1.000 730 IS2 1.000 868 IS3 1.000 805 IS4 1.000 680 IC1 1.000 711 IC2 1.000 830 IC3 1.000 663 IC4 1.000 749 oi 1.000 at nh z 769 z vb 731 ht 848 om l.c gm n a Lu n va y te re k jm Extraction Method: Principal Component Analysis t to ng hi Total Variance Explained ep Component w Total n Rotation Sums of Squared Loadings % of Cumulative % of Cumulative % of Cumulative Total Total Variance % Variance % Variance % 41.805 41.805 7.943 41.805 41.805 3.242 17.064 17.064 1.894 9.967 51.771 1.894 9.967 51.771 2.956 15.556 32.620 9.016 60.787 1.713 9.016 60.787 2.910 15.314 47.934 1.562 8.223 69.010 1.562 8.223 69.010 2.779 14.627 62.562 1.132 5.959 74.969 1.132 5.959 74.969 2.357 12.408 74.969 748 3.939 78.908 608 3.200 538 2.832 451 2.375 10 426 2.244 89.559 11 409 2.155 91.714 12 320 1.683 93.396 13 277 1.458 94.855 14 246 1.293 96.148 15 204 1.072 97.220 16 169 888 98.109 17 157 825 98.934 18 110 579 99.513 19 092 487 100.000 ad 7.943 y th lo Extraction Sums of Squared Loadings Initial Eigenvalues 1.713 ju yi pl n ua al 82.108 84.940 va n 87.315 ll fu oi m at nh z z ht vb k jm gm Extraction Method: Principal Component Analysis om l.c n a Lu n va y te re t to Component Matrix(a) ng Component hi ep w n lo ad ju y th yi pl IS2 732 IC2 728 IIB2 710 IS4 705 IC1 704 IC4 702 IS3 699 IC3 691 IIB1 687 al 673 IM3 627 n ua IIB4 -.511 449 -.499 452 451 403 va IM4 619 606 n -.465 IM1 601 456 IS1 598 IM2 572 IIB3 552 IIA3 529 IIA1 473 ll fu IIA2 m oi -.516 nh -.463 at 434 414 z 506 z vb 452 ht Extraction Method: Principal Component Analysis k jm a components extracted om l.c gm n a Lu n va y te re Rotated Component Matrix(a) t to Component ng hi ep w n IS2 864 IS3 831 IS1 807 IS4 719 lo ad ju y th IIB4 863 IIB1 841 IIB3 801 IIB2 646 506 yi 878 IM1 821 IM2 728 pl IM3 827 n 773 ll fu IC4 707 va IC2 n ua al IM4 698 m IC3 671 oi IC1 866 nh IIA1 at IIA3 z IIA2 747 440 608 z ht vb Extraction Method: Principal Component Analysis Rotation Method: Varimax with Kaiser Normalization k jm a Rotation converged in iterations 498 448 441 482 353 -.431 550 515 -.207 -.451 -.606 400 -.383 217 528 -.401 -.555 620 090 373 197 170 096 -.818 504 n y te re Extraction Method: Principal Component Analysis Rotation Method: Varimax with Kaiser Normalization va n a Lu om l.c Component gm Component Transformation Matrix Appendix t to Bảng câu hỏi khảo sát ng Hành vi lãnh dạo mức độ gắn bó với cơng ty nhân viên hi ep Bảng câu hỏi yếu tố lãnh đạo Bảng câu hỏi dùng để đánh giá nhận thức anh/chị hành vi lãnh đạo- lãnh đạo tạo chuyển biến cấp trực tiếp anh/chị w n lo Mỗi hành vi đánh giá từ -5 tướng ứng với thang điểm sau: ad Thỉnh thoảng Đôi Thường thường Thường xuyên ju y th Không yi pl Vui lòng khoanh tròn vào thang điểm tương ứng với hành vi mà anh/chị cho phù hợp với cấp trực tiếp anh/chị Không Đôi Thỉnh thoảng Thường thường Thường xuyên 2 2 3 3 4 4 5 5 5 5 5 1 3 4 5 l.c om 5 n 1 2 3 4 5 5 n va 1 1 gm n ua al ll oi m at nh z z 2 a Lu n va k ht vb jm y te re Cấp tơi hy sinh lợi ích thân lợi ích nhóm Truyền dẫn tự hào cộng tác cho cấp Hành động theo cách khiến người tôn trọng Thể ý thức sức mạnh tự tin Cấp xét đến hệ mặt đạo đức định Nói giá trị niềm tin quan trọng Nêu rõ tầm quan trọng việc có mục đích mạnh mẽ Nhấn mạnh tầm quan trọng việc có ý thức nhiệm vụ tập thể Cấp tơi nói tương lai cách lạc quan Nói chuyện cách hăng hái yêu cầu cần phải hoàn thành Nói rõ tầm nhìn tương lai sáng lạn Thể tin tưởng đạt mục tiêu Cấp xem xét lại giả định quan trọng để xem chúng có cịn thích hợp hay khơng Tìm kiếm quan điểm khác giải vấn đề Hướng cấp nhìn vào khía cạnh khác vấn đề Đề nghị cách làm để hoàn thành nhiệm vụ giao Cấp giúp đỡ cấp phát triển điểm mạnh Dành thời gian để giảng dạy huấn luyện Đối xử với cấp cá nhân thành viên nhóm Quan tâm đến khả năng, nhu cầu nguyện vọng riêng cá nhân fu Bảng câu hỏi mức độ gắn bó với cơng ty nhân viên ng hi ep Khơng đồng ý Khơng có ý kiến Đồng ý Hoàn toàn đồng ý Hồn tồn khơng đồng ý w Khơng có ý kiến Đồng ý Hồn tồn đồng ý lo Khơng đồng ý n 5 5 5 ad Hồn tồn khơng đồng ý t to Vui lòng khoanh tròn điếm số thể mức độ đồng ý anh/chị với câu hỏi tương ứng với thang điểm bên ju y th yi pl Mỗi sáng thức dậy, cảm thấy thích làm Tơi ln cảm thấy tràn đầy lượng kiên trì cơng việc, chí thứ không suôn sẻ n ua al va Cơng việc truyền cảm hứng khiến tơi nhiệt tình với Tơi thấy tự hào cơng việc tơi làm có mục đích có ý nghĩa n ll fu oi m Khi làm việc, quên hết thứ xung quanh Tôi cảm thấy hạnh phúc làm việc cách hăng say at nh z z ht vb k jm Thông tin cá nhân om l.c gm Giới tính Nam Nữ Ngân hàng mà anh/chị làm việc thuộc loại hình nào? Ngân hàng thương mại cổ phần Ngân hàng nước ngồi Nếu loại hình khác, vui lịng nêu ……………………………………………… Vui lòng cho biết tên ngân hàng anh/chị làm địa Anh/chị làm việc ngân hàng Từ đến năm Dưới năm Nhiều năm Từ 3-5 năm Tuổi anh/chị 20 - 29 20 40 - 49 30 - 39 60 50 - 59 n n va y te re Chuyên gia a Lu Vị trí anh/chị ngân hàng Nhân viên văn phịng t to ng Giám sốt/Trưởng nhóm Giám đốc Nếu khác, vui lịng ghi rõ Vị trí cấp trực tiếp anh/chị? Giám đốc trưởng phòng hi ep Giám sát/trưởng nhóm Nếu khác, vui lịng ghi rõ……………………………………………… w n Anh/chị định tiếp tục làm việc cho ngân hàng bao lâu? Hơn năm trước nghỉ hưu Đến nghỉ hưu 1-2 năm 3-5 năm lo ad y th ju Cảm ơn hợp tác anh chị yi pl n ua al n va ll fu oi m at nh z z ht vb k jm om l.c gm n a Lu n va y te re